Winter 2021 the National Microelectronics Challenge
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The Evolving Role of Semiconductor Consortia in the United States and Japan
Portland State University PDXScholar Business Faculty Publications and Presentations The School of Business Fall 1998 The Evolving Role of Semiconductor Consortia in the United States and Japan Rose Marie Ham University of California - Berkeley Greg Linden University of California - Berkeley Melissa M. Appleyard Portland State University, [email protected] Follow this and additional works at: https://pdxscholar.library.pdx.edu/busadmin_fac Part of the Business Administration, Management, and Operations Commons Let us know how access to this document benefits ou.y Citation Details Ham, R., Linden, G., & Appleyard, M. M. (1998). The Evolving Role of Semiconductor Consortia in the United States and Japan. California Management Review, 41(1), 137-163. This Article is brought to you for free and open access. It has been accepted for inclusion in Business Faculty Publications and Presentations by an authorized administrator of PDXScholar. Please contact us if we can make this document more accessible: [email protected]. The Evolving Role of Semiconductor Consortia in the United States and Japan Rose Marie Ham Greg Linden Melissa M. Appleyard ince the late 1970s, governments throughout the industrialized economics have proclaimed the benefits of research consortia. In the United States, tor example, ihe 1984 National Cooperative Research SAct (NCRA) relaxed U.S. antitrust laws to encourage the formation of research consortia hy firms in the same industry; by the end of 1995, over 575 consortia had heen registered under the NCRA in a variety of -
Timeline of the Semiconductor Industry in South Portland
Timeline of the Semiconductor Industry in South Portland Note: Thank you to Kathy DiPhilippo, Executive Director/Curator of the South Portland Historical Society and Judith Borelli, Governmental Relations of Texas Inc. for providing some of the information for this timeline below. Fairchild Semiconductor 1962 Fairchild Semiconductor (a subsidiary of Fairchild Camera and Instrument Corp.) opened in the former Boland's auto building (present day Back in Motion) at 185 Ocean Street in June of 1962. They were there only temporarily, as the Western Avenue building was still being constructed. 1963 Fairchild Semiconductor moves to Western Avenue in February 1963. 1979 Fairchild Camera and Instrument Corp. is acquired/merged with Schlumberger, Ltd. (New York) for $363 million. 1987 Schlumberger, Ltd. sells its Fairchild Semiconductor Corp. subsidiary to National Semiconductor Corp. for $122 million. 1997 National Semiconductor sells the majority ownership interest in Fairchild Semiconductor to an investment group (made up of Fairchild managers, including Kirk Pond, and Citcorp Venture Capital Ltd.) for $550 million. Added Corporate Campus on Running Hill Road. 1999 In an initial public offering in August 1999, Fairchild Semiconductor International, Inc. becomes a publicly traded corporation on the New York Stock Exchange. 2016 Fairchild Semiconductor International, Inc. is acquired by ON Semiconductor for $2.4 billion. National Semiconductor 1987 National Semiconductor acquires Fairchild Semiconductor Corp. from Schlumberger, Ltd. for $122 million. 1995 National Semiconductor breaks ground on new 200mm factory in December 1995. 1996 National Semiconductor announces plans for a $600 million expansion of its facilities in South Portland; construction of a new wafer fabrication plant begins. 1997 Plant construction for 200mm factory completed and production starts. -
Website: Friend Or Foe?
VENTURE CAPITAL & PRIVATE EQUITY FUNDS DESKBOOK SERIES Website: Friend or Foe? Many venture capital firms and private equity firms create and maintain websites—usually eponymous— to achieve such far-ranging goals as building brand recognition, communicating with their existing investors, and creating channels of information with existing and potential portfolio companies. It is appropriate to use a website for such purposes and others, such as describing the industry sectors of interest to a venture capital or private equity firm, provided that certain precautions are taken as described in this article. Caution is warranted when establishing a website because there may be unintended legal consequences lurking within seemingly harmless web content. A scrubbed website can be a true friend for a venture capital or private equity firm. A neglected or carelessly composed website can be a terrible foe. Do Not Solicit Investors When engaged in a private offering (i.e., raising a fund), it is important that venture capital firms and private equity firms keep in mind that many of their funds are relying on exemptions to a number of different securities laws that all have one common requirement: there must be no public offering of securities by or on behalf of any of such private funds managed by such firms. Websites are generally viewed as being publicly available. Regulatory authorities, such as the Securities and Exchange Commission (SEC), have adopted very broad views of what constitutes an offering. As such, any materials on a website that could be viewed as a general solicitation or general advertisement may be considered a public offering by the SEC or other regulatory authorities. -
Walker Report
WALKER REPORT NOVEMBER 2018 Our Support of the Walker Report Over the past several years, Kohlberg Kravis Roberts & Co. L.P. Overview of KKR and our private equity business (together with its affiliates, “KKR,” “we” or “us”) has been KKR is a leading global investment firm that manages multiple working to increase the transparency of our investment activities alternative asset classes, including private equity, energy, and processes, both through formal compliance with guidelines infrastructure, real estate and credit, with strategic partners recommending increased levels of disclosure as well as through that manage hedge funds. KKR aims to generate attractive voluntary initiatives with our clients, partners, portfolio investment returns for its fund investors by following a patient companies and the public at large. and disciplined investment approach, employing world-class In November 2007, a working group formed by The British people, and driving growth and value creation with KKR portfolio Private Equity and Venture Capital Association (“BVCA”) and companies. KKR invests its own capital alongside the capital it led by Sir David Walker issued the Guidelines for Disclosure manages for fund investors and provides financing solutions and Transparency in Private Equity. That publication, which is and investment opportunities through its capital markets also known as the “Walker Report,” makes specific business. References to KKR’s investments may include the recommendations for improving the level of public disclosure activities of its sponsored funds. For additional information by private equity firms operating in the United Kingdom. about KKR & Co. Inc. (NYSE: KKR), please visit KKR’s website at www.kkr.com and on Twitter @KKR_Co. -
FREQUENTLY ASKED QUESTIONS: Commission
Louisville Metro Fre Revenue FREQUENTLY ASKED QUESTIONS: Commission Venture Capital Funds and Family Limited Partnerships WHICH BUSINESS ENTITIES QUALIFY FOR THE VENTURE CAPITAL FUND OL TAX EXEMPTION? The occupational license taxes do not apply to venture capital funds business entities as defined in LMCO 110.03(A)(12). To qualify for the exemption, the venture capital fund must be a limited liability company, limited liability partnership, or limited partnership formed and operated for the exclusive purpose of buying, holding and/or selling securities (including debt Are business entities that qualify for securities), on its own behalf and not as a broker, primarily in non- publicly traded companies, and the capital of the fund is primarily the Venture Capital Funds or Family derived from investments by entities and/or individuals which are Limited Partnerships tax exemptions neither related to nor affiliated with the fund. See LMCO required to file an annual OL return? 110.03(A)(12) for additional information and definitions. So long as the entity files an annual informational return along with the required WHICH BUSINESS ENTITIES QUALIFY FOR THE documentation, the entity is not responsible FAMILY LIMITED PARTNERSHIP OL TAX for filing an occupational license return. EXEMPTION? The occupational license taxes do not apply to family limited partnership business entities as defined in LMCO 110.03(A)(13). To qualify for the exemption, the income received by family limited partnerships must be from a family-owned non-corporate entity where the sole activity of such entity is the production of investment income not derived from tangible or real property and at least 95% of the equity of the family limited partnership is owned by members of the family. -
Cad Veteran Richard Smith Joins Micro Magic, Inc. As Senior Technical Advisor
CAD Veteran Richard Smith Joins Micro Magic, Inc. Press Release CAD VETERAN RICHARD SMITH JOINS MICRO MAGIC, INC. AS SENIOR TECHNICAL ADVISOR “Dick brings a tremendous Sunnyvale, California -- June 7, 1999 -- Micro Magic, Inc. wealth of technical and (MMI) today announced the appointment of Dr. Richard business experience in C. Smith as senior technical advisor. Smith comes to MMI EDA to Micro Magic from Cadence Design Systems, Inc., where he was most re- and its customers. Dick cently a senior program manager in consulting services. At will be responsible for Cadence, he also served in software support management assisting with product and as the program manager for the Texas Instruments needs and definitions and account. Smith has held technical and management posi- for launching a design tions with Texas Instruments, National Semiconductor, and center and sales support capability in the Central Hewlett-Packard. region of the U.S.” Mark Santoro, MMI's president and CEO, stated, "Dick Mark Santoro President brings a tremendous wealth of technical and business expe- and CEO Micro Magic, rience in EDA to Micro Magic and its customers. Dick will Inc. be responsible for assisting with product needs and defini- tions and for launching a design center and sales support Contact: Heidi Vantulden capability in the Central region of the U.S." Armstrong Kendall, Inc. 503-672-4685 "MMI has a fresh new approach to EDA. It's a company of highly skilled design engineers who create very high per- heidi@armstrongkendall. formance processors and memories, and the EDA software com environment for managing the entire process," stated Dr. -
Private Equity in the 2000S 1 Private Equity in the 2000S
Private equity in the 2000s 1 Private equity in the 2000s Private equity in the 2000s relates to one of the major periods in the history of private equity and venture capital. Within the broader private equity industry, two distinct sub-industries, leveraged buyouts and venture capital experienced growth along parallel although interrelated tracks. The development of the private equity and venture capital asset classes has occurred through a series of boom and bust cycles since the middle of the 20th century. As the 20th century ended, so, too, did the dot-com bubble and the tremendous growth in venture capital that had marked the previous five years. In the wake of the collapse of the dot-com bubble, a new "Golden Age" of private equity ensued, as leveraged buyouts reach unparalleled size and the private equity firms achieved new levels of scale and institutionalization, exemplified by the initial public offering of the Blackstone Group in 2007. Bursting the Internet Bubble and the private equity crash (2000–2003) The Nasdaq crash and technology slump that started in March 2000 shook virtually the entire venture capital industry as valuations for startup technology companies collapsed. Over the next two years, many venture firms had been forced to write-off large proportions of their investments and many funds were significantly "under water" (the values of the fund's investments were below the amount of capital invested). Venture capital investors sought to reduce size of commitments they had made to venture capital funds and in numerous instances, investors sought to unload existing commitments for cents on the dollar in the secondary market. -
Start Ups and Emerging Companies – 101: Choice of Entity
JANUARY 14, 2013 | HANSON BRIDGETT CORPORATE PRACTICE GROUP What type of corporate entity is best for my business? Start Ups and As a founder/entrepreneur, you (and your partners) have an idea Emerging for a new venture are willing to invest your time and money in the start-up of a new business. Selecting the right corporate vehicle Companies – 101: for your business is critical to your success. The goal of the Choice of Entity founder is to choose an entity that (1) "fits the business model" for the venture, and (2) makes the company "attractive" to investors. How do you know what entity is the best fit? A good starting point for making this determination is to ask yourself: "How am I going to fund my company?" Many founders start their company with their own funds on a "shoe string", focusing their resources on developing the "big idea" and bringing the product to market. However, after your "founder funds" are exhausted (self-funding), you will need to either sell your company, or seek investment from one or more of the following Private Equity sources: • Friends and Family • Angel Funds • Venture Capital by Derek A. Ridgway The investment path you choose will pay a significant role in the corporate vehicle you select for your company. What are the typical corporate entities to choose from? Generally, there are three main types of entities to choose from: Corporations, Limited Liability Companies and Partnerships. Corporations: A Corporation is owned by its shareholders, who buy stock or shares in the company in exchange for consideration. -
NVCA 2021 YEARBOOK Data Provided by Dear Readers
YEARBOOK Data provided by Credits & Contact National Venture Capital Association NVCA Board of Directors 2020-2021 (NVCA) EXECUTIVE COMMITTEE Washington, DC | San Francisco, CA nvca.org | [email protected] | 202-864-5920 BARRY EGGERS Lightspeed Venture Partners, Venture Forward Chair Washington, DC | San Francisco, CA MICHAEL BROWN Battery Ventures, Chair-Elect ventureforward.org | [email protected] JILL JARRETT Benchmark, Treasurer ANDY SCHWAB 5AM Ventures, Secretary BOBBY FRANKLIN President and CEO PATRICIA NAKACHE Trinity Ventures, At-Large JEFF FARRAH General Counsel EMILY MELTON Threshold Ventures, At-Large JUSTIN FIELD Senior Vice President of Government MOHAMAD MAKHZOUMI NEA, At-Large Affairs MARYAM HAQUE Executive Director, Venture AT-LARGE Forward MICHAEL CHOW Research Director, NVCA and PETER CHUNG Summit Partner Venture Forward DIANE DAYCH Granite Growth Health Partners STEPHANIE VOLK Vice President of Development BYRON DEETER Bessemer Venture Partners RHIANON ANDERSON Programs Director, Venture SCOTT DORSEY High Alpha Forward RYAN DRANT Questa Capital CHARLOTTE SAVERCOOL Senior Director of PATRICK ENRIGHT Longitude Capital Government Affairs STEVE FREDRICK Grotech Ventures MICHELE SOLOMON Director of Administration CHRIS GIRGENTI Pritzker Group Venture Capital DEVIN MILLER Manager of Communications and JOE HOROWITZ Icon Ventures Digital Strategy GEORGE HOYEM In-Q-Tel JASON VITA, Director of Programming and CHARLES HUDSON Precursor Ventures Industry Relations JILL JARRETT Benchmark JONAS MURPHY Manager of Government Affairs -
Venture Capital, Private Equity and Hedge Funds: an Introduction
Venture Capital, Private Equity and Hedge Funds: An Introduction UGBA 195T, 2 units Course Overview: This course will provide a high level introduction to venture capital, private equity, and hedge funds. In the course, students will learn: • What are venture capital, private equity, and hedge funds? • What types of investments do they make? • How do they generate superior investment returns? • What do the professionals in these firms do? • How are these firms organized, structured and managed? • What are the career paths in these firms? • What are the risks and rewards experienced by these firms? Teaching Method: The course will use Harvard Business School case studies written for MBA students. There will be some lectures to introduce core concepts. The course syllabus will focus approximately 50% on venture capital, 25% on private equity and 25% on hedge funds. Prerequisites / Grading / Homework: • Course is best suited for UC Berkeley seniors with extensive prior course work in business. First preference to seniors enrolled in Haas School of Business. • Some interest or experience in start-ups, investing or finance will be helpful. • Homework will include reading and analyzing one business case per week of approximately 15- 20 pages in length. • Grading will be based on classroom participation (25%), pop quizzes (25%) and a final project (50%). Instructor: Rob Chandra serves on the Haas School of Business faculty where he teaches an undergraduate course on alternative investing and co-teaches an MBA course on entrepreneurship. He is a general partner with Avid Park Ventures, a San Francisco based venture capital firm. His current or prior investments include Alibaba, CrowdStrike, Dropbox, Lending Club, MongoDB, Nutanix, Robinhood, Snap, Twitter and Uber. -
Evolution of Japanese Venture Capital
Evolution of Japanese Venture Capital April 24, 2008 Michael Korver Managing Partner Global Venture Capital Some Observations • Both “high-growth expectation” entrepreneurial activity and VC funding levels in Japan are much lower than in the US (even when adjusted for population and size of economy). Also lower than in Europe. • According to the Global Entrepreneurship Monitor (GEM), Japan ranked second from last among high-income countries surveyed in terms of the prevalence rate of high- growth expectation early-stage entrepreneurship during 2000 – 2006. • Venture capital is available in Japan, but much of it comes from organizations affiliated with large financial institutions. • Most VC-backed companies in Japan target domestic market exclusively. According to GEM, Japan ranks last among high-income countries surveyed in terms of the prevalence rate of the international orientation of its entrepreneurial ventures. • According to GEM, Japanese have the lowest perceptions of the positive attributes about entrepreneurship activity in the world. • Japanese VC’s depend heavily on a handful of Japanese stock exchanges for exits (and performance) of their domestic portfolio companies. • Japan is a technologically sophisticated country with large domestic early-adopter markets and global companies generating significant amounts of technology innovation. What is the role of entrepreneurship and venture capital in driving this innovation? International Comparisons • U.S. venture capitalists invested $29.4B in 3,813 deals in 2007 – marking the highest yearly investment since 2001 (MoneyTree Report) • According to preliminary figures released by the EVCA, European venture capitalists invested €11.5B in 2007 • Japanese VCs invested ¥2,800 hundred million in 2,773 companies in the year ended Mar. -
Discrete Semiconductor Products Fairchild@50
Fairchild Oral History Panel: Discrete Semiconductor Products Fairchild@50 (Panel Session # 3) Participants: Jim Diller Bill Elder Uli Hegel Bill Kirkham Moderated by: George Wells Recorded: October 5, 2007 Mountain View, California CHM Reference number: X4208.2008 © 2007 Computer History Museum Fairchild Semiconductor: Discrete Products George Wells: My name's George Wells. I came to Fairchild in 1969, right in the midst of the Hogan's Heroes, shall we say, subculture, at the time. It was difficult to be in that environment as a bystander, as someone watching a play unfold. It was a difficult time, but we got through that. I came to San Rafael, Wilf asked me to get my ass up to San Rafael and turn it around or shut it down. So I was up in San Rafael for a while, and then I made my way through various different divisions, collecting about 15 of them by the time I was finished. I ended up as executive vice president, working for Wilf, and left the company about a year and a half after the Schlumberger debacle. That's it in a nutshell. Let me just turn over now to Uli Hegel, who was with Fairchild for 38 years, one of the longest serving members, I believe, in the room. Maybe the longest serving member. Uli, why don't you tell us what you did when you came, when you came and what jobs you had when you were there. Uli Hegel: I came to Fairchild in 1959, September 9, and hired into R&D as a forerunner to the preproduction days.